Production System and Controll

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LESSON 8PRODUCTION PLANNING ANDCONTROL AbhaKumarSTRUCTURE8.0 Introduction8.1 Objectives8.2 Production management8.3 Product design8.4 Design of production system

8.4.1 Types of production system8.5 Manufacturing process

8.5.1 Types of manufacturing process8.5.2 Factors affecting the choice of manufacturing process

8.6 Production planning and control8.6.1 Benefits to small entrepreneur8.6.2 Steps of production planning and control

8.7 Summary8.8 Glossary8.9 Self-Assessment Questions8.10 Further Readings

8.0 INTRODUCTIONAfter taking decisions about the type of business, its location, layout etc. theentrepreneur steps into the shoe of production manager and attempts to applymanagerial principles to the production function in an enterprise.Production is a process whereby raw material is converted into semi finishedproducts and thereby adds to the value of utility of products, which can bemeasured as the difference between the value of inputs and value of outputs.Production function encompasses the activities of procurement, allocation andutilization of resources. The main objective of production function is to producethe goods and services demanded by the customers in the most efficient andeconomical way. Therefore efficient management of the production function is ofutmost importance in order to achieve this objective.

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8.1 OBJECTIVESAfter studying this lesson, you should be able to Describe the production function and its component Define production management Analyze various factors, which are crucial for designing the production Explain the design of production system and manufacturing process List out the factors influencing the choice of production process Discuss the benefits, which a small entrepreneur can reap by havingproperly designed production planning, and control system

8.2 PRODUCTION MANAGEMENTProduction system is a system whose function is to convert a set of inputs into aset of desired outputs. Production system is depicted under with help of chart

LBmlammother

Inputs r - - - - - + Conversion OutputsProcessand Goodsuilding servicesachinesbour capitalanagement Controlaterial

Figure 8.1: Production SystemProduction management involves the managerial decisions regarding design ofthe product and design of the production system i.e. determination of productionprocesses and production planning and control.

8.3 PRODUCT DESIGNProduct design is a strategic decision as the image and profit earning capacity of asmall firm depends largely on product design. Once the product to be produced isdecided by the entrepreneur the next step is to prepare its design. Product design

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consists of form and function. The form designing includes decisions regarding itsshape, size, color and appearance of the product. The functional design involvesthe working conditions of the product. Once a product is designed, it prevails for along time therefore various factors are to be considered before designing it. Thesefactors are listed below: -(a) Standardization(b) Reliability(c) Maintainability(d) Servicing(e) Reproducibility(f) Sustainability(g) Product simplification(h) Quality Commensuration with cost(i) Product value(j) Consumer quality(k) Needs and tastes of consumers.Above all, the product design should be dictated by the market demand. It is animportant decision and therefore the entrepreneur should pay due effort, time,energy and attention in order to get the best results.

8.4 DESIGN OF PRODUCTION SYSTEMProduction system is the framework within which the production activities of anenterprise take place. Manufacturing process is the conversion process throughwhich inputs are converted into outputs. An appropriate designing of productionsystem ensures the coordination of various production operations. There is nosingle pattern of production system which is universally applicable to all types ofproduction system varies from one enterprise to another.8.4.1 TYPES OF PRODUCTION SYSTEMBroadly one can think of three types of production systems which are mentionedhere under: -(a) Continuous production(b) Job or unit production(c) Intermittent production(a) Continuous production: - It refers to the production of standardizedproducts with a standard set of process and operation sequence in anticipation ofdemand. It is also known as mass flow production or assembly line production.This system ensures less work in process inventory and high product quality butinvolves large investment in machinery and equipment. The system is suitable in

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plants involving large volume and small variety of output e.g. oil refineries reformcement manufacturing etc.(b) Job or Unit production: - It involves production as per customer'sspecification each batch or order consists of a small lot of identical products andis different from other batches. The system requires comparatively smallerinvestment in machines and equipment. It is flexible and can be adapted tochanges in product design and order size without much inconvenience. Thissystem is most suitable where heterogeneous products are produced againstspecific orders.(c) Intermittent Production: Under this system the goods are produced partlyfor inventory and partly for customer's orders. E.g. components are made forinventory but they are combined differently for different customers .. Automobileplants, printing presses, electrical goods plant are examples of this type ofmanufacturing.

8.5 MANUFACTURING PROCESSThe nature of the process of production required by these three different types ofproduction system are distinct and require different conditions for their working.Selection of manufacturing process is also a strategic decision as changes in thesame are costly. Therefore the manufacturing process is selected at the stage ofplanning a business venture. It should meet the basic two objectives i.e. to meetthe specification of the final product and to be cost effective.

8.5.1 TYPES OF MANUFACTURING PROCESSThe manufacturing process is classified into four types.(i) Jobbing production(ii) Batch production(iii) Mass or flow production(iv) Process Production(iJ Jobbing Production: - Herein one or few units of the products are produced asper the requirement and specification of the customer. Production is to meet thedelivery schedule and costs are fixed prior to the contract.(UJBatch Production: - In this, limited quantities of each of the different types ofproducts are manufactured on same set of machines. Different products areproduced separately one after the other.

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(iii) Mass or flow production: Under this, the production run is conducted on a setof machines arranged according to the sequence of operations. A huge quantity ofsame product is manufactured at a time and is stocked for sale. Different productwill require different manufacturing lines. Since one line can produce only onetype of product, this process is also called as line flow.(iv) Process Production: Under this, the production run IS conducted for anindefinite period.

8.5.2 FACTORS AFFECTING THE CHOICE OFMANUFACTURING PROCESSFollowing factors need to be considered before making a choice of manufacturingprocess.a) Effect of volume/variety: This is one of the major considerations in selection ofmanufacturing process. When the volume is low and variety is high, intermittentprocess is most suitable and with increase in volume and reduction in varietycontinuous process become suitable. The following figure indicates the choice ofprocess as a function of repetitiveness. Degree of repetitiveness is determined bydividing volume of goods by variety.

Degree ofrepetitiveness

ProcessLine

BatchingJobbing

One ManyQuantity

Figure 8.2: Types of Production Processesb) Capacity of the plant: Projected sales volume is the key factor to make a choicebetween batch and line process. In case of line process, fixed costs aresubstantially higher than variable costs. The reverse is true for batch process thus

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at low volume it would be cheaper to install and maintain a batch process and lineprocess becomes economical at higher volumes.c) Lead time: - The continuous process normally yields faster deliveries ascompared to batch process. Therefore lead-time and level of competition certainlyinfluence the choice of production process.d) Flexibility and Efficiency: - The manufacturing process needs to be flexibleenough to adapt contemplated changes and volume of production should be largeenough to lower costs.Hence it is very important for entrepreneur to consider all above mentionedfactors before taking a decision regarding the type of manufacturing process to beadopted as for as SSI are concerned they usually adopt batch processes due to lowinvestment.

8.6 PRODUCTION PLANNING AND CONTROLOnce the entrepreneur has taken the decisions regarding the product design andproduction processes and system, his next task is to take steps for productionplanning and control, as this function is essentially required for efficient andeconomical production. One of the major problems of small scale enterprises isthat of low productivity small scale industries can utilise natural resources, whichare otherwise lying.Small scale sector can play an important role, similar to the one played by smallscale industries in other developed countries.Planned production is an important feature of the small industry. The smallentrepreneur possessing the ability to look ahead, organize and coordinate andhaving plenty of driving force and capacity to lead and ability to supervise andcoordinate work and simulates his associates by means of a programme of humanrelation and organization of employees, he would be able to get the best out of hissmall industrial unit.Gorden and Carson observe production; planning and control involve generallythe organization and planning of manufacturing process. Especially it consists ofthe planning of routing, scheduling, dispatching inspection, and coordination,control of materials, methods machines, tools and operating times. The ultimateobjective is the organization of the supply and movement of materials and labour,machines utilization and related activities, in order to bring about the desiredmanufacturing results in terms of quality, quantity, time and place.

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8.6.2 STEPS OF PRODUCTION PLANNING ANDCONTROLProduction Planning and Control (PPC) is a process that comprises theperformance of some critical; functions on either side, viz., planning as well ascontrol. See figure 8.3.

Production Planning and control

Production Planning

I Planning II Routing II Scheduling II Loading I

Figure 8.3: PPC Process

Dispatching

Following up

Inspection

Corrective

Production planning: Production planning may be defined as the technique offoreseeing every step in a long series of separate operations, each step to be takenat the right time and in the right place and each operation to be performed inmaximum efficiency. It helps entrepreneur to work out the quantity of materialmanpower, machine and money requires for producing predetermined level ofoutput in given period of time.Routing: Under this, the operations, their path and sequence are established. Toperform these operations the proper class of machines and personnel required arealso worked out. The main aim of routing is to determine the best and cheapest

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sequence of operations and to ensure that this sequence is strictly followed. Insmall enterprises, this job is usually done by entrepreneur himself in a ratheradhoc manner. Routing procedure involves following different activities.(1) An analysis of the article to determine what to make and what to buy.(2) To determine the quality and type of material(3) Determining the manufacturing operations and their sequence.(4) A determination of lot sizes(5) Determination of scrap factors(6) An analysis of cost of the article(7) Organization of production control forms.Scheduling: It means working out of time that should be required to perform eachoperation and also the time necessary to perform the entire series as routed,making allowances for all factors concerned. It mainly concerns with timeelement and priorities of a job. The pattern of scheduling differs from one job toanother which is explained as below:Production schedule: The main aim is to schedule that amount of work whichcan easily be handled by plant and equipment without interference. Its notindependent decision as it takes into account following factors.(1) Physical plant facilities of the type required to process the material beingscheduled.(2) Personnel who possess the desired skills and experience to operate theequipment and perform the type of work involved.(3) Necessary materials and purchased parts.Master Schedule: Scheduling usually starts with preparation of master schedulewhich is weekly or monthly break-down of the production requirement for eachproduct for a definite time period, by having this as a running record of totalproduction requirements the entrepreneur is in better position to shift theproduction from one product to another as per the changed productionrequirements. This forms a base for all subsequent scheduling acclivities. Amaster schedule is followed by operator schedule which fixes total time requiredto do a piece of work with a given machine or which shows the time required todo each detailed operation of a given job with a given machine or process.Manufacturing schedule: It is prepared on the basis of type of manufacturingprocess involved. It is very useful where single or few products are manufacturedrepeatedly at regular intervals. Thus it would show the required quality of eachproduct and sequence in which the same to be operatedScheduling of Job order manufacturing: Scheduling acquires greaterimportance in job order manufacturing. This will enable the speedy execution ofjob at each center point.

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As far as small scale industry is concerned scheduling is of utmost importance asit brings out efficiency in the operations and s reduces cost price. The smallentrepreneur should maintain four types of schedules to have a close scrutiny ofall stages namely an enquiry schedule, a production schedule, a shop schedule andan arrears schedule out of above four, a shop schedule is the most important mostsuited to the needs of small scale industry as it enables a foreman to see at aglance.1. The total load on any section2. The operational sequence3. The stage, which any job has reached.Loading: The next step is the execution of the schedule plan as per the routechalked out it includes the assignment of the work to the operators at theirmachines or work places. So loading determines who will do the work as routingdetermines where and scheduling determines when it shall be done. Gantt Chartsare most commonly used in small industries in order to determine the existingload and also to foresee how fast a job can be done. The usefulness of theirtechnique lies in the fact that they compare what has been done and what ought tohave been done.Most of a small scale enterprise fail due to non-adherence to delivery schedulestherefore they can be successful if they have ability to meet delivery order in timewhich no doubt depends upon production of quality goods in right time. Itmakesall the more important for entrepreneur to judge ahead of time what should bedone, where and when thus to leave nothing to chance once the work has begun.Production control: Production control is the process of planning production inadvance of operations, establishing the extract route of each individual item partor assembly, setting, starting and finishing for each important item, assembly orthe finishing production and releasing the necessary orders as well as initiating thenecessary follow-up to have the smooth function of the enterprise. The productioncontrol is of complicated nature in small industries. The production planning andcontrol department can function at its best in small scale unit only when the workmanager, the purchase manager, the personnel manager and the financialcontroller assist in planning production activities. The production controllerdirectly reports to the works manager but in small scale unit, all the threefunctions namely material control, planning and control are often performed bythe entrepreneur himself production control starts with dispatching and ends upwith corrective actions.Dispatching: Dispatching involves issue of production orders for starting theoperations. Necessary authority and conformation is given for:1. Movement of materials to different workstations.2. Movement of tools and fixtures necessary for each operation.3. Beginning of work on each operation.4. Recording of time and cost involved in each operation.

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5. Movement of work from one operation to another in accordance with theroute sheet.

6. Inspecting or supervision of workDispatching is an important step as it translates production plans into production.Follow up: Every production programme involves determination of the progressof work, removing bottlenecks in the flow of work and ensuring that theproductive operations are taking place in accordance with the plans. It spotsdelays or deviations from the production plans. Ithelps to reveal detects in routingand scheduling, misunderstanding of orders and instruction, under loading oroverloading of work etc. All problems or deviations are investigated and remedialmeasurer are undertaken to ensure the completion of work by the planned date.Inspection: This is mainly to ensure the quality of goods. It can be required aseffective agency of production control.Corrective measures: Corrective action may involve any of those activities ofadjusting the route, rescheduling of work changing the workloads, repairs andmaintenance of machinery or equipment, control over inventories of the cause ofdeviation is the poor performance of the employees. Certain personnel decisionslike training, transfer, demotion etc. may have to be taken. Alternate methods maybe suggested to handle peak loads.

CHECK YOUR PROGRESSActivity 1: Circle the key words, which do not belong to this lesson.DispatchingProductivity Index

Plant LayoutLoading

InspectionMarketing Mix

Activity 2: Match the followingRouting Working out of time that should be required to perform each

operationTo assign the work to the operations at machines or work placeTo determine the best and cheapest sequence of operations

SchedulingLoadingActivity 3: Explain the meaning of following key words in your own words(a) Production planning(b) Production control(c) Routing(d) Scheduling

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8.7 SUMMARYSmall-scale industries have a challenge to manufacture products at economicalprices. They need to embrace management principles surrounding productionprocesses, which are effective for the products manufactured by them. An upfrontplanning and study of the critical factors of the manufacturing processes will notonly help the small scale entrepreneurs to understand the steps they need to takein selecting the most appropriate manufacturing process but also help themidentify areas of risk so that necessary control procedures are put in place. Thiswill eventually help the small entrepreneur to eliminate the wastages and increasethe production, productivity and profits.

8.8 GLOSSARYInventoryLead timePersonnel

Stock of raw material, WIP or finished goodsTime lag between placing an order or getting deliveriesTeam of persons who work for organization

8.9 SELF-ASSESSMENT QUESTIONS1. Discuss with examples various manufacturing processes?2. What factors affect the choice of manufacturing process?3. Write short notes on

a. Production planningb. Relationship between production planning and control

4. What do you understand by production planning and control? Discuss itselements in brief.5. State the requirements for an effective system of production planning andcontrol?

6. What benefits can small scale enterprises can derive by installing an effectivesystem of production planning and control?

8.10 FURTHER READINGS AND SOURCES1. Adam, Everette E. Jr., and Ronald J. Ebert (2003). Production and

Operations Management - Concepts Models and Behaviour. PearsonEducation, New Delhi.

2. Buffa, E.S., Modern Production Management, New Delhi: Wily, 19883. Charantimath, Poomima (2003), Total Quality Management. PearsonEducation, New Delhi.

4. Desai, Vasant Dr. (2004) Management of Small Scale Enterprises NewDelhi: Himalaya Publishing House,

5. Dilworth, James B (1989). Production and Operations Management. 4thed. McGraw-Hill Publishing Company, New York.

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6. Eilon, Samuel. Elements of Production Planning and Control, Bombay :Universal Book Co., 1985

7. Gaither, Norman (1996). Production and Operations Management, 4 th ed.The Dryden Press, Poland.

8. Gupta, CB Modem Business Organization: Mayur Paper Backs9. Landy, T.M., Production Planning and Control, New York: McGraw Hill,198010. Lundy, J.L., Effective Industrial Management, New Delhi: EurasiaPublishing House, 1986

11. Samuel Eilson (1994) Elements of Production Planning and Control.Universal Publishing Corporation, Bombay.

12. Taneja, Gupta, Entrepreneur Development New Venture Creation. 2nd ed.Galgotia Publishing Company

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Production System and Controll